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• W2002337111 abstract "Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return on investment, competitiveness, and ultimately, profitability. Earlier research studies have explored the overall value-adding potential of HRM processes as a whole. Few have focused on the links between strategic HRM, performance management systems and organizational effectiveness, and even fewer have examined these relationships in Southeast Asia. This paper addresses this gap in the literature by examining the perceptions of a split sample of senior managers in Singapore. It reveals an interesting gap between their rhetoric and the realities of their performance management systems, and suggests future research directions." @default.
• W2002337111 created "2016-06-24" @default.
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• W2002337111 date "2011-01-01" @default.
• W2002337111 modified "2023-09-25" @default.
• W2002337111 title "Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore" @default.
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• W2002337111 doi "https://doi.org/10.1080/13602381003790382" @default.
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